Copyright Statement

Abstract

Adaptation is a highly malleable concept and people may use various framings of adaptation to support what they are already doing and limit their need to change. By analysing organizations’ different, strategic constructions of climate change, this malleability becomes clear. Our paper focuses on two Australian wine companies’ approaches to climate change. Using an analysis of interviews with 18 company staff we uncovered two divergent business logics underlying the same climate change responses. Our analysis extends beyond simply identifying dominant frames of climate change to examining what motivates different organizations to create different frames. This has implications for the climate change responses that organizations might implement (or not) and more broadly, for how climate change ‘adaptation’ (and ‘mitigation’) is understood and applied.